Target Operating Model


Target Operating Model


  • Fragmented process and systems architecture
  • New accounting and regulatory standards
  • Enterprise cost reduction
  • Large structural change, often driven by M&A or internal restructure
  • Symptoms of a dysfunctional processes

Drivers of Change 

  • Manually intense, error prone processes
  • Fragmented technology architecture
  • High cost of finance across people, process and technology
  • Inflexibility in adapting to new regulation and reporting requirements
  • Lack of time and focus on business partnering services
  • Reconciliation issues
  • Inefficient and/or manual inter-company and cut-off controls

Common Symptoms 

  • Single, holistic vision of what CFO needs to achieve to create value and how they are to achieve it
  • Clear communication tool to ensure alignment across the Finance change portfolio
  • Enables an assessment of the optimal finance structure, including use of shared services, offshoring and outsourcing
  • Identifies cost saving opportunities via optimisation of finance resources across people, process and technology
  • Ensures that technology solutions meet the needs of the business
  • Improve clarity of critical hand offs and controls, enhancing management of risk
  • Enables a roadmap to be developed to deliver upon the vision
  • Enables Finance to enhance value delivered to stakeholders
  • Provides a blueprint for future growth for the Finance Function

Benefits and outcomes